Organizational Change And Development

✍ Scribed by Mukherjee, Kumkum

• Publisher: Pearson Education India
• Year: 2016
• Tongue: English
• Leaves: 217
• Category: Library

✦ Table of Contents

Untitled......Page 1
Copyright......Page 5
Dedication......Page 6
Contents......Page 8
Preface......Page 12
Acknowledgement......Page 14
About the Author......Page 16
Part 1 Organizational Change......Page 18
LEARNING OBJECTIVES......Page 20
Importance of Organizations Today......Page 21
Organizations as Systems......Page 23
Dimensions of an Organization......Page 24
Organizational Goals......Page 26
Organizational Strategies and Design......Page 28
Emerging Organizational Designs......Page 29
Glossary......Page 30
Case Study: Blooming on the Offshore......Page 31
Opening Case: The Changing Time......Page 34
Concept Check......Page 35
Open Systems Model......Page 37
Competing Value Model......Page 38
Interactive Exercise......Page 39
External Forces for Change......Page 40
Internal Forces for Change......Page 41
Types of Change......Page 42
Lewin’s Force Field Analysis......Page 43
Lewin’s Three-Step Model of Change......Page 44
Individual Resistance......Page 45
Organizational Resistance......Page 46
Behavio ural Reactions to Change......Page 47
Glossary......Page 48
References......Page 49
Case Study: Logicom Corporation......Page 50
Opening Case: Identical Across the World......Page 52
What Is Organizational Culture?......Page 53
Levels of Organizational Culture......Page 55
Organizational Culture: Uniform or Pocketsof Different Cultures......Page 56
Role of Organizational Culture......Page 57
Types of Organizational Culture......Page 58
How Does Organizational Culture Start? ......Page 59
How does organizational culture get transmitted?......Page 60
Sustaining Organizational Culture......Page 62
Changing Organizational Culture......Page 63
Organizational Climate......Page 64
Organizational Culture vs National Culture......Page 65
References......Page 67
Case Study: On Your Face......Page 68
Opening Case: Life is Like That......Page 70
Intra-individual Conflict......Page 71
Role Conflict......Page 72
Interpersonal Conflict......Page 73
Concept Check......Page 74
Interpersonal Conflict Process......Page 75
Organizational Factors......Page 76
Manager’s Essence: Fight Between Accounts Department and Faculty Coordinator......Page 78
Outcomes of Conflict......Page 79
Management of Conflicts......Page 80
Effect of Culture on Negotiation Process......Page 82
Exercise: What is Your Style......Page 83
Case Study: War at Work......Page 84
Definition of Groups......Page 86
Types of Groups......Page 87
How Are Groups Formed?......Page 89
Teams and Groups......Page 91
Organizational and Team Environment......Page 92
Team Design......Page 93
Team Building......Page 97
Outbound Experiential Learning......Page 98
Techniques for Improving Group Decision Making......Page 99
Questions......Page 101
Case Study: The Team Building Effort of the New Director......Page 102
Opening Case: Two Men in the Early Morning......Page 104
Leadership......Page 105
Critical Exercise......Page 107
Leaders vs Managers: Some Fundamental Differences......Page 108
Theories of Leadership......Page 109
Behaviouristic Theory......Page 110
Contingency Theories......Page 113
Likert ’s Four Styles of Management......Page 115
Manager’s Essence: How to Deal with Them?......Page 116
Transformational Leadership......Page 117
Questions......Page 118
Students’ Activity: Identify Great Leaders......Page 119
Case study: The New MD at Indian Metallurgical......Page 120
LEARNING OBJECTIVES......Page 122
Power and Dependency......Page 123
Interpersonal Power......Page 124
Effective Use of Power: Various Influence Strategies......Page 126
Managers’ Issue: Mismatch Between Exertion of Power and Its After Effect......Page 127
Manager’s Essence: Misjudgement About the Power Balance......Page 128
Organizational Factors......Page 129
Case Study: At Daggers’ End!......Page 130
Opening Case: The Valour of Employees that Saved Lives on a Day of Carnage......Page 134
What Is Empowerment?......Page 135
Manager’s Essence: Red Rickshaw Revolution......Page 136
Process of Employee Empowerment......Page 137
Benefits of Empowerment......Page 140
Problems of Employee Empowerment......Page 141
Empowerment and Organization Development......Page 142
Case Study: ‘Whose Job Is It Anyway?’......Page 143
Opening Case: Surviving in a Melting Pot of Culture......Page 146
LEARNING OBJECTIVES......Page 147
Primary vs Secondary Dimensions of Diversity......Page 148
Prejudices and Stereotypes......Page 149
Managing Diversity......Page 150
Diversity Awareness Training......Page 151
References......Page 152
Case Study: Reaching to the Top Through Leveraging Diversity......Page 153
Need for change......Page 156
External Forces Responsible for Change......Page 157
Internal Forces for Change......Page 158
Types of Change......Page 159
Theories of Planned Change......Page 160
Lewin’s Force Field Analysis......Page 161
Burke–Litwin Causal Model......Page 162
Nadler and Tashman Organizational Congruence Model......Page 164
Individual Resistance......Page 165
Managing Resistance to Change......Page 166
Behavioural Reactions to Change......Page 167
Manager’s Essence: Initiating Changes in Tata Motors......Page 168
Questions......Page 169
Case Study: Change Effort in a Nationalized Bank......Page 170
Part 2 Organizational Development......Page 172
Opening Case: Strategic Rethinking at TCS......Page 174
Definition of Organization Development......Page 175
Characteristics of OD......Page 176
History of OD as a Discipline......Page 177
First Generation of OD......Page 178
Third Generation of OD......Page 179
Seven Stages of OD Cycle......Page 180
References......Page 182
Case Study: JPT—Where Things Do Not Change......Page 183
Opening Case: Change of Guards at Tata Sons......Page 186
Change Agents: Who will take the cudgel?......Page 187
Concept Check......Page 188
Skills and Competencies Required for Effective Change Agents......Page 189
Case Study: Bringing in a Gradual Change......Page 190
Opening Case: An OD Intervention Effort......Page 194
Diagnosing the Organization......Page 195
Weisbord’s Six-box Model......Page 196
Manager’s Essence: Slow but Steady......Page 197
The Different Phases of OD Programme......Page 198
Case Study: Shift in Business at United Engineers......Page 199
Opening Case: Wesman Group of Industries......Page 202
Action Research and Organizational Development Intervention Strategies......Page 203
What Is an OD Intervention?......Page 204
Evaluating OD Interventions......Page 205
Brief Overview of Different OD Interventions......Page 206
T-Group......Page 207
Intergroup Team Building......Page 208
Force Field Analysis......Page 209
Third-party Intervention......Page 210
Managerial Grid......Page 211
Search Conference......Page 212
References......Page 213
Case Study: The Battleground......Page 214